This case study follows the evolution of a supportive housing corporation in Lucas County, Ohio from its inception as a virtual organization through a series of internal sourcing changes, each involving greater development of capabilities in-house. Skills developed in-house eventually reached a critical mass that enabled the organization to radically expand its mission and develop a strong internal culture to support its new competencies. The findings suggest that an activity that is non-core at one point in time may become an integral part of core activity in the future.
|Original language||English (US)|
|Number of pages||14|
|Journal||Organization Development Journal|
|State||Published - Jun 1 2006|
All Science Journal Classification (ASJC) codes
- Organizational Behavior and Human Resource Management